Common Sense Talent Management: Using Strategic Human Resources to Improve Company Performance

Commonsense Talent Management Commonsense Talent Management takes a comprehensive look across all of the major strategic human resource processes used to hire, motivate, develop, and retain employees throughout the employment life cycle. Unlike many other HR books, this book does not prescribe how HR processes should be designed. Instead it walks through the major considerations to ensure the processes you create are the right ones for your business. It is a guide through the major questions, concepts, and issues to consider when building and deploying strategic HR processes to support the unique business needs and culture of your company. If you want to understand how to think through HR at a more strategic level, how to articulate its value to others, and how to design processes that positively change employee behavior, this book is for you! Steven Hunt has a unique ability to distill the complexity of talent management into simple, easy–to–deploy concepts. Commonsense Talent Management will help anyone responsible for business performance or organizational development gain immediate traction in this space. David Crumley, VP, Global HR Technology and Continuous Improvement, Coca–Cola Enterprises, Inc. This comprehensive book shapes your thinking about what great talent management should look like and why its so important for any business. I was compelled many times to stop and put an idea into action immediately. This will be my go–to resource as we evolve our talent management system. Ellen Johnston, Director, HR & Leadership Development, Varian Medical Systems This book brings together the critical elements of strategic HR and helps HR teams and leaders understand how to implement modern talent practices to drive high performance in the organization. Josh Bersin, Principal and Founder, Bersin by Deloitte. Steven provides great insights where he has been able to use research as the foundation for his thinking without losing sight of the common sense approaches that can be instrumental in effective strategic human resource work. Dr. Paul Levy, Professor of Industrial/Organizational Psychology, The University of Akron Steven cuts to the chase and offers invaluable insight. Commonsense Talent Management breaks it all down and provides an easy to follow roadmap for achieving exceptional organizational performance. Tom Porter, Director HR & Administration, Kawasaki Motors Corp., U.S.A. Commonsense Talent Management captures the essential strategic HR principles and practices that business leaders need to know in order to mobilize their organizations toward high performance. Matthew Kleinman, Ph.D., Corporate Vice President, Organizational Effectiveness, New York Life

Author’s Foreword Chapter 1. Introduction 1.1 How the book is structured 1.2 The role of HR technology in strategic HR 1.3 Why this book matters Sidebars Chapter 2. Strategic HR: what it is, why it is important and why it is often difficult 2.1 The fundamental processes of Strategic HR 2.2 Why do we need strategic HR? 2.3 What makes strategic HR difficult? Sidebars Chapter 3. Business Execution and strategic HR 3.1 Defining business execution 3.2 Assessing Business Execution Needs 3.3 Using Strategic HR processes to support business execution 3.4 Linking specific business execution drivers to different HR processes 3.5 Increasing strategic HR process maturity 3.6 Integrating strategic HR processes. 3.7 Conclusion: summarizing how to use strategic HR processes to drive business execution Sidebars Chapter 4. Right people: designing recruiting and staffing processes 4.1 Recruiting to Support Business Execution 4.2  Critical recruiting design questions 4.3 Recruiting Process Maturity 4.4 Conclusion Sidebars Chapter 5. Doing the Right Things: becoming a goal driven organization 5.1 Becoming a “goal driven” organization 5.2 The role of goals in an integrated strategic HR system 5.3 Goal Management Critical Design Questions 5.4 Goal Management Process Maturity 5.5 Conclusion Table 5.1. Some simple goal setting guidelines Table 5.2 Commitment, Outcome, Deliverable Goal Methodology Sidebars Chapter 6. Doing things the right way: Using performance management to increase business execution 6.1 Why is performance management so difficult? 6.2 Why do we need performance management? 6.3 Balancing the conflicting goals of performance management 6.4 Critical performance management design questions 6.5. Increasing performance management process maturity. 6.6 Conclusion Sidebars Chapter 7: Creating the right development experiences 7.1 The basic components of a development process 7.2. The six primary development methods 7.3. Approaching development programs from an integrated perspective 7.4 Critical development design questions 7.5. Increasing development process maturity. 7.6 Conclusion Sidebars Chapter 8: Creating an integrated HR strategy 8.1 Identifying the change you want to create 8.2 Defining what the change will look like 8.3 Defining how you will create and measure the change. 8.4 Operationalizing the change. 8.5 Conclusion Sidebars Chapter 9: Strategic HR Process Deployment and Adoption 9.1 Establishing HR Leadership Credibility 9.2 Defining the change and change requirements 9.3 Providing tools and knowledge to support the change 9.4 Enlisting line leadership support 9.5 Conclusion Sidebars Chapter 10: Summary and call for action Appendices Appendix 1. A comprehensive library of behavioral competencies GLOSSARY Index